THE CONFRONTATION GAME

vs

Group 6
Ghislain Leuret
Xxx
Xxx
Xxx
xxx
Agenda

1 Executive Summary

2 Value proposition & Differentiation

Porter’s Five Forces
Value Chain
Value Proposition

3 Portfolio Strategy
ROS-RMS Matrix
BCG Matrix

4 Value Creation
Key Financial Indicators
Key non-Financial Indicators
5 Management & Governance
Governance Model
Management Style
6 Key takeaways
1. EXECUTIVE SUMMARY
We decided to invest $100m in [XX] rather than [XX], due to its superior position for all pillars of our
comparative analysis

Pillars of analysis Superior position Investment decision

Value proposition and

differenciation

Portfolio strategy

LOGO TBU

Value creation

Management and governance

2. VALUE PROPOSITION AND
DIFFERENCIATION
Porter forces profil

Threat of new
Low XX XX Low XX XX
entrants

Supplier XX XX XX Low XX XX
bargaining power

Clients
Medium XX XX Medium XX XX
bargaining power

Intermarket
High XX XX High XX XX
competition

Threat of
High XX XX High XX XX
substitutes
Both value chains are highly-developed and are increasingly concerned by sustainability &
Personalized digital customer experience

Sales & Customer

Creation Development Production
marketing experience

XX XX XX XX XX [XX]/4

XX XX XX XX XX [XX]/4
[XX] has a highly innovative approach while [XX] follows a unique differentiation strategy thus
proposing a better value proposition to its customers

Which customers ? Which needs ? At what price ?

Customer Intimacy

[xx] [xx] [xx]

X/4 X/4 X/4

[XX]/4

Operational Product Innovation

Excellence

[xx] [xx] [xx]

X/4 X/4 X/4

[XX]/4
Overall, the previous data and analysis lead us to believe [XX] would be the best investment choice

[XX]/4 [XX]/4

Average grade for

value proposal
3. PORTFOLIO STRATEGY
Market share & sales into profit

BCG Matrix BCG Matrix

Recent acquisition and rational strategy

xx xx
[xx] outplaces [xx] both in BU’s potential and articulation

Business unit’s potential

Market standing XX XX

Business diversification XX XX

Profitability XX XX

Geographical footprint XX XX

Articulation strategy

Growth potential XX XX

Past strategic movement XX XX

Ability to win XX XX

XX XX
Overall, the previous data and analysis lead us to believe [XX] would be the best investment choice

[XX]/4 [XX]/4

Average grade for

portfolio strategy
4. VALUE CREATION
Financial performance
Returns and book value
Continued growth across markets

XXX XXX

XX XX X X XX XX

• XXX • XXXX

XX
Long term value for shareholder

XX XX

xx
Overall, the previous data and analysis lead us to believe [XX] would be the best investment choice

[XX]/4 [XX]/4

Average grade for

value creation
5. MANAGEMENT & GOVERNANCE
Governance models and level of maturity are not aligned between the two challengers

Governance model Corporate governance typologie over time

matrix matrix
[xx] ’s benefits from a cross-business model while [xx] has a rather geographically-balanced model

Corporate governance

Chairman & CEO

Legal structure

Share Capital

Strategy & Model

Overall, the previous data and analysis lead us to believe [XX] would be the best investment choice

[XX]/4 [XX]/4

Average grade for

M&G
We decided to invest $100m in [XX] rather than [XX], due to its superior position for all pillars of our
comparative analysis

Pillars of analysis Superior position Investment decision

Value proposition and

differenciation

Portfolio strategy

LOGO TBU

Value creation

Management and governance

6. APPENDIX
Financial figures / tables from XLS